Developing the Leaders Around You by John C. Maxwell

Author:John C. Maxwell
Language: eng
Format: epub
Tags: ebook, book
Publisher: Thomas Nelson Inc.
Published: 2010-03-27T16:00:00+00:00

CONDUCT PERIODIC EQUIPPING MEETINGS

Even after you’ve completed most of your people’s training and are preparing to take them into their next growth phase—development—continue to conduct periodic equipping meetings. It helps your people stay on track, helps them keep growing, and encourages them to begin taking responsibility for equipping themselves.

When I prepare an equipping meeting, I include the following:

Good news. I always start on a positive note. I review the good things that are happening in the organization and pay particular attention to their areas of interest and responsibility.

Vision. People can get so caught up in their day-to-day responsibilities that they lose sight of the vision that drives the organization. Use the opportunity of an equipping meeting to recast that vision. It will also give them the appropriate context for the training you are about to give.

Content. Content will depend on their needs. Try to focus training on areas that will help them in the “A” priority areas, and orient the training on the people, not the lesson.

Administration. Cover any organizational items that give the people a sense of security and encourage their leadership.

Empowerment. Take time to connect with the people you equip. Encourage them personally. And show them how the equipping session empowers them to perform their jobs better. They will leave the meeting feeling positive and ready to work.

The entire equipping process takes a lot of time and attention. It requires more time and dedication from the equipping leader than mere training. But its focus is long term, not short term. Rather than creating followers or even adding new leaders, it multiplies leaders. As I explained in the section on the five-step process of equipping, it is not complete until the equipper and the new leader select someone for the new leader to train. It is only then that the equipping process has come full circle. Without a successor, there can be no success.

Leaders who are equipping others have the greatest possibility of success, no matter what type of organization they’re in. When a leader is dedicated to the equipping process, the whole level of performance within the organization rises dramatically. Everyone is better prepared to get the work done. More important, the best-equipped people will be ready for the final growth stage that creates the very best leaders—development. As Fred A. Manske, Jr. said, “The greatest leader is willing to train people and develop them to the point that they eventually surpass him or her in knowledge and ability.” The following chapter will show you how to take that step.

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